Bloomberg, The Economist, Entrepreneur, Forbes, The Wall Street Journal and Wired all see it the same way: Slower job growth reflects the inability of companies to find workers.

Even in an environment in which nonfarm payrolls increased 6.6 million in 2021, the United States remains 2.9 million jobs short of February 2020 and the onset of the COVID-19 pandemic in the country. 

More and more indices point to a seismic shift in the work force led in great part by what’s called the “Great Resignation.” I’m not sure what’s so “great” about it other than it’s a great pain felt by nearly everyone. 

Behind those numbers lies a significant statistic. While members of the baby boom generation have for the most part said they’re out in mic drop fashion, more than 80 percent of the work force by the end of this decade will be members of Generation  Z. So-called Zoomers — Gen Xers on steroids — come on the heels of Millennials and were generally born in the late 1990s and early 2000s. 

That means your efforts must change to recruit and retain bright and fresh talent within your organizations. Are we prepared? Do we really know what to expect? I’m not so sure. It’s as if the tool bag of hiring and retention was turned upside down and inside out. Where command-and-control was once the leadership du jour, we must now turn to servant leadership. Saying things like, “Do it because I told you so” no longer resonates. 

Notwithstanding the Zoomers entering the work force, existing employees are bailing. By one estimate, 65 percent of all workers are looking for another job. As business leaders, we face a reality that workers want things differently. How different? Nearly a third of Zoomers left their previous jobs because of low pay. They’re not waiting for situations to change. They’re moving on, loyal only unto themselves. 

After a decent salary, the most sought-after benefits for Zoomers include insurance, remote work and a 401(k)retirement plan. Like members of other generations, Zoomers have bills to pay. Given their student loans, pay becomes more of a critical issue. They’re not going to buy houses soon. And a number of them will do away with expensive vehicles, opting instead for public transportation. Discretionary income allows them to play hard. 

One in three Zoomers will turn down a job if the company is perceived as having a negative effect on society. Zooners seek ethical, diverse organizations with an environmentally friendly reputation. 

Zoomers also want a say in the ways they balance work and life —  55 percent of them say they’d only take a job if a prospective employer allows them to set their own schedules. Moreover, 40 percent of Zoomers say they want a mentor who’s interested in their development and works hard at getting to really know them as individuals.
A Zoomer’s preferred work environment is active and creative, allowing Zoomers to try a number of things.  Zoomers want to work with a wider variety of people — read diverse.

How the heck could any of this be great? Well, it’s all in how you look at the challenge. It could be great in that organizations will have to reframe themselves. While change can be hard at times, it also can create a significantly new dynamic. 

While hiring will remain a challenge, perhaps the best place to begin is with your existing work force. While daunting, change can be rewarding when you work with your work force to foster a culture that’s more inclusive and engaging.